Information Manual IBM

General Information Manual IBM Data Collection

in the Factory

Copies of this and other mM publications can be obtained through mM Branch Offices. Address comments concerning the contents of this publication to

ffiM Technical Publications Department, 112 East Post Road, White Plains, New York.

CONTENTS

357 Data Collection System Introduction

Attendance . Stock Issues Receiving Job Changes Order Status • Quality Control . Stock Receipts Expendable Tools Tool Control Conclusion.

4 5 5 7 7 7

· 11

. • 13

· 13 . . . . 13

· 14

· 14

IBM 357 DATA COLLECTION SYSTEM

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INTRODUCTION

Modern data processing installations are capable of converting vast quan- tities of transactions into meaningful management reports at an extremely high rate of speed. The function of processing cannot start, however, un- til the transactions are collected. A program aimed at reducing the in- terval between the time when a transaction takes place and when its effect is known, should decrease the time required to collect data as well as increase the speed of its processing.

In data processing installations, a major portion of the continuing review and planning effort is directed toward obtaining source data, in a uniform format, quickly, and free of errors. The IBM data collection systems receive only required information in the correct format. Facts originate from pre punched IBM cards, plastic badges, and controlled manual entry units. Data is transmitted rapidly - 18 to 20 characters per second through multi-wire cables. IBM data collection systems improve the accuracy of data for machine processing because of the inherent accuracy of the principal input - the IBM punched card. In using a punched card as input, accuracy is further improved by reducing to the very minimum the amount of manually recorded data concerning a transaction.

The IBM data collection systems provide the connecting links by which the Management Operating System can relate the multitude of plant transactions to their effects on the total manufacturing process.

Both domestic and foreign competition is causing progressive management to become more concerned with factory operating data beyond attendance recordings, payroll and labor distribution. Today, effective management requires a responsive control system to highlight labor and machine efficiency, job progress status, inventory control, goods received, shop load, expendable tool usage, and quality control. The input cards for these multiple applications are designed so that transactions can be trans- mitted by any of the input stations in a system. The ability of a data collection system to automatically read multiple card formats is essential for maximum system economy.

ATTENDANCE

Now, let's take a closer look at these various applications in a typical manufacturing company. When employees come to work, their attendance must be recorded. The recording can be made with either a plastic badge, approximately one-fourth the size of a standard IBM card, inserted in an input station with a badge reader, or by using a standard 80-column IBM card in an input station without a badge reader. Both methods produce a punched record of the employee's department, man number, shift, the time and date. The system automatically emits the time and duplicates the date into each record. Clockings can be made more quickly with a badge than with a card. In addition, valuable space is saved by the elim- ination of clock card racks.

To further increase the speed of recording attendance "in" or "out,"

multiple employee clockings may be packed in one IBM card by the re-' ceiving punch. Regardless of whether a badge or card is used, an IBM data collection system used for attendance recording eliminates the prep- aration and maintenance of timecards.

Employee No.

87895

Department # 801

w.C. Collins TERMCROW COMPAN Y I

o

Figure 1 - Badge

132B95-1112175-1111983-1112344-111 ("\267-1111 C'52-l .10863-1110728-111161 '3-111?4~1 117( 0816]

/

EMPLOYEE ATTENDANCE RECORDINGS TIME ~~

I 2 3 4 5 6 7 8 9 10 No. DaylY,.

v EMP. NO. v EMP. No.11 v EMP. NO. v EMP. No.1I v EMP. No·llv EMP. No.1. U EMP. NO. v EMP. NO. v EMP. NO.~V EMP. NO. •

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1::;;;;

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a a a I a a a a a a a a a a a a a a 1 a a a a a a a 8 8 a a a a 8 8 a a a a a a a 8 a a a I 8 a a a a a a a I a a a a a a a a a a a a a a a a 8 8 aia a I a 8 a

9 9 9919 9 9 9 9 9 999 9 9 9' 9 9 9 9 9 9 9 9 9 99 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9' 9 9 9 9 9 I 9 9 9 9 9 9:9 9 9 9 9 9 1 23.58789rol1nI3M~nnaa~nnnu~~va~~~nn~~~v~~~~~~~~~~~~oo~~~~~ ~~~~~~~M~"~~"wnnn~mnnnn~

TERMCROW COMPANY

Figure 2 - Packed Output Card

STOCK ISSUES

RECEIVING

Before an order can be started, it is necessary to withdraw material - raw, purchased parts, piece parts or assemblies. Prepunched IBM card requisitions can be used to transmit the withdrawal from stock. The quantity "filled" and other pertinent data is entered in the manual entry unit and automatically becomes a part of the single transaction initiated by the card requisition. Another source of input to the control of inventory comes from the receiving department.

Frequently the receiving operation is located quite some distance from where the goods are used, and businesses operating on smaller inven- tories require more timely information concerning material receipts.

With an input station in the receiving department, the record of a receipt is transmitted. After the received goods have been inspected by the qual- ity control department, a transmission is made for the number of parts that went to stock, the number returned to the vendor or the number that will need reworking. The information on rejections goes to the buyer, who may have to place another order immediately so that production won It be interrupted. The information regarding the acceptance and rejection of parts may also be used to evaluate the vendor. In addition, the record of the accepted parts becomes a receipt to inventory.

JOB CHANGES

In order for the accounting department to accumulate job costs, they must know how much time the factory workers spend on the various operations.

By adding the employees I identifications to the job change record along with labor standards data, the efficiency of the worker can be determined.

By further identifying the machine on which the operation was performed, input to a machine load status is created. A single labor traveler card containing the constant reference information identifying the shop order, or a card for each operation containing not only the reference data but also facts relating to the specific operation as well, accompanies the order as it progresses through the factory. To assemble time chargeable to an operation, data is automatically read by the input station from the labor traveler card, the employee ID badge or card, and the manual entry unit when required. The time is automatically emitted and the date is dupli- cated by the system and combined with the data transmitted from the in- put station to form a single transaction.

When reporting a job change, data from the Labor Traveler Card

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is automatically combined with the data contained in the employee's badge

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TERM CROW CO~PANY

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and entered in the'IBM 372 Manual Entry Unit

to produce this Labor Output Card

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PART NUMJER ~~~!~ A~~J~Y,~T Q~=rty!~ ~~~~~ S:~~rd

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TERMCROW COMPANY

Figure 4 - Labor Output Card

The information entered may be visually checked by reading in a straight line ... 6, 3,2,4.

Variable data is entered in the manual entry unit.

Figure 6 - (Blow-up of Manual Entry Unit)

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Labor transactions are collected centrally as they occur and retained un- til the end of the shift. They are then grouped by employee number and time. The time spent on each job can be calculated by several methods.

For example, one method uses the starting time of one operation as the ending time of the preceding operation. Employees' times are balanced against the number of hours in the shift. Exception hours above or below the normal shift are indicated. Though job changes are used to distribute labor charges, they are input to additional management control applica- tions. They may be used to determine labor efficiency on each operation.

When they are distributed by work center or machine number, job changes are the input to reduce, by standard hours, the applicable load.

I 0

MACHINE LOAD SUMMARY :

DATE 8-18-6-1

TOTAL PRESENT AVAIL, OVER- I OEseR IPT ION

"""

CTR. 00 CAPACITY LOAD CAPACITY L.OAD

I 001 BENCH MILLS 1 136.0 130.0 6.0 I

2 170.0 160.0 10.0 0

3 170.0 165.5 4.5

4 170.0 179.0 9.0

5 170.0 162.3 7.7 0

6 170.0 185.1 15.1

7 170.0 150.0 20.0

0

8 170.0 162.8 7.2 1326.0* 1294.7* 55.4* 24.1*

1 003 SMALL HORZ MILLS 1 204.8 198.0 6.8 1 I 0

LABOR DISTRIBUTION

1

WEEK ENDING 8-18-6-

ORDER MP:;~.YEE QTY. PARTS STANDARD ACTUAL DOLLAR

0

ACCOUNT NO. NO. DEPT. PART NUMBER COMPo TIME COLLARS T ~~ nn. 'D~ VARIANCE CR.

87412-002 12175 001 00659 1- 4832- 1 68 3.4 7.65 3.7 8.33 .68CR

0

11983 801 32895 1- 9768-203 150 4.5 10.13 4.3 9.68 .45

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10836 001 43279 2-23112- 7 150 4.2 9.45 4.6 10.35 .90CR

10728 002 10122 2-28259- 14 1,500 32.5 97.50 32.0 96.00 1.50 11619 030 77949 4-14053- 88 277 10.3 25.75 9.9 24.75 1.00 0

0 LABOR EFFICIENCY REPORT 0

DATE 8-18-6-

0 ^{DEPT. WORK OPER. EMP. NO.} PART NUMBER ORDER

QUANTITY SETUP TIME RUNNING TIME TOTAL. TIME " ~F' ,e'FNCOV 0

eTR, NO. NO. STD. ACTUAL UNIT STD. OT STO ACTUAL. STD. .~T. .D

001 001 10 00202 2- 4769- 1 09375 100 .6 .6 .021 2.1 2.2 2.7 2.8 96

0 ^{5 00202} 4- 2513- 46 10971 43 1.1 1.0 .098 4.2 4.2 5.3 5.2 102 0

106 40 00983 3- 7657-109 09852 560 .3 .3 .006 3.4 3.1 3.7 3.5

0 ^{25 00983} 5-21963-501 11241 150 .7 .6 .003 .5 .8 1.2 1.4 86 0

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Figure 7, 8, and 9 - Machine Load Summary, Labor Distribution, and Labor Efficiency Report

ORDER STATUS

As work orders progress through the factory, their location and schedule status are required for efficient production control. Expediting effort becomes more effective and greatly reduced when a central file can be interrogated for an order location. Schedule changes can be made much more easily and the effects of unplanned issues recognized when there is ready access to an up-to-date order status file. Similarly, production engineering will have all of the necessary data available to determine the total effect of contemplated engineering changes on orders in process.

A central file will reduce potential shortages that can arise when orders are inadvertently not worked according to schedule. Weekly, lists are prepared for shop supervision telling them "what" should be worked "when, "

in part-number sequence within schedule date. A total listing of all open orders may also be prepared. Manual entry units provide the flexibility that allows one production order traveler card to transmit the record of all the moves of an order through the factory. The constant reference information concerning an order is automatically read from the traveler cards along with the variable information from the manual entry unit into a single order status record at the receiving punch. If the order is held - that is, cannot be worked for some special reason - this fact is reported.

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The order status file may be in the following forms:

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Figure 12. Central File - Card, Tape, and RAMAC(DFile

The following reports are prepared from the data stored in the central order status file:

I 1

0:

0:

OPEN ORDERS 1

DATE 8-18-6-:

ACCT. NUMBER ^{ORDER ORDER} LOCATION

HELD 1

PART NUMBER WK. ^SCHED·I

MAJOR 'SUB. ND. ^QTY. DEPT. CTR. eOCE DATE I 1 1

0 ¹

1- 4832- 1 87412 002 12175 90 1 1 325:

1- 9768-203 87412 002 11983 150 801 20 3151 1- 1001- 5 87412 002 12344 500 1 3 330₁ 2-21248-131 87412 002 10267 65 502 119 3101 2-22705-501 87412 002 11522 110 801 7 5 300:

2-23112- 7 87412 002 10836 150 1 1 3401

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2-28529- 14 87412 002 10122 1,500 2 15 308 1 4-10018- 26 87412 002 12491 1,000 2 18

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DATE 8-18-6-

ACCT. NUMBER ORDER ORDER WEEKS

0

NO. QTY. LOC. BEHIND

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0

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ORDER PART NUMBER NO.

ORDER QTY.

WORK DEPT. CTR.

o

001 114 8-09768-063 15412 100

0 ₁₁₄ 10-02496-101 15531 250

0 ¹¹⁴ 15-27968-016 15606 50

119 7-04101-502 15719 375

0 ₁₁₉ 12-37910-169 16094 150

0 ⁰⁰¹ 11-15763- 21 16127 200

001 15-22735-509 16138 190

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MFG. DAY 315

SCHEDULE IN REC'O. OUT

307 307 309 312 311 313 310 312 313 314 313 315 315 310 315 314 313 315 311 312 315

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Figure 13, 14, and 15 - Open Order, Held Order, and Priority Report

QUALITY CONTROL

The production traveler card is also used to report the number of parts on the order that are accepted or rejected by the quality control department.

The quantities accepted or rejected are entered in the manual entry unit as the ref.erence data is read from the traveler by the input station.

STOCK RECEIPTS

When the order is completed, the production stockroom personnel can use the production traveler card to transmit an inventory receipt transaction to the data processing department for machine posting to the perpetual parts inventory record.

EXPENDABLE TOOLS

While the order is being worked, it is necessary for the workmen to with- draw expendable tools from the tool cribs. Some examples of expendable tools are drill bits, mill cutters, saw blades, taps and reamers. The stock of these items in the cribs must be replenished as they are used.

In addition, they collectively represent a large amount of money. The stock of expendable or perishable tools must be controlled - that is, tools should not be kept in tool cribs for departments that will not use them, and their usage should be accumulated so that excessive withdrawals as a result of carelessness will be indicated. A master card for each tool that should be stocked by a crib is kept in the tool crib itself. When tools are withdrawn, the master card, containing data on the quantity and the using department, is transmitted to the data processing department. There the received transaction may be used to automatically create punched card replenishment requisitions and to prepare a report charging the using department with the dollars of perishable tools withdrawn.

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::l I

~ 55:551 5 5 5 5 5:5 5 ^I

0 5555555 555555555555551555555555 55555 555 555 555 555 5515 5555 55555555

I I I

.e

'1 ^{I I I I}

771177 1111177 7711111177111111111771111111:1771117t11771111111:1111111\1111111111111

I I I I

8888888888888888881888888888888888888 81181i818 8 8 8 8:8 8 8 8 8 8 8 8 8 8 8:8 8 8 8 8 8 8:8 818 •• 8888888 _{I I I} 999 9 9 9 9 9119 9 9 9199 9 9 9 9 9 9 919 99999999999 9 9 9 99:919 9 9 9 9i9 9 9 9 919 9 9 9 9:9 9 9 9 9 9 9:99 9 9 9 9 9 9 9 9 999

12145171 1 .. "12111415UI7UUB2IU25M25anaa.II32I3I4I5. 7 • • ill4l42I434445414741~i.515Z5I54!51.57 • • • l1ll2al4l5.17' • • 7071717147171n7l7l.

TERMCROW COMPANY

Figure 17 - Tool Usage Output Card

I I

0 ^{I I} PERISHABLE TOOL USAGE ^I I 0

I I

I

0 ^{I FOR} DEPARTMENT 241 I

I

TOOL. I 0

I DESCRIPTION PRICE QUANTITY NO. OF I

I CODE EACH WITHDRAWN AMOUNT

ISSUES

I

0 ^I I ⁰⁰⁰¹⁶⁷ DRILL BIT -.125 DIA X 3 .095 200 19.00 27 0

000183 DRILL BIT -.156 DIA X 3 .110 137 15.07 19

0 ₀₀₀₁₉₉ DRILL BIT -.187 DIA X 4 .195 82 15.99 4 0

0 ⁰⁰⁰²²² DRILL BIT -.218 DIA X 4 .340 178 60.52 35 0

000316 DRILL BIT -.250 DIA X 4 .470 44 20.68 11

0 ₀₀₀₃₅₇ DRILL BIT -.312 DIA X 4 .717 360 258.12 16 0

0 ^{107628 SPOT FACER -.187 DIA X 3 .525 31 16.28} 25 0

018351 SPOT FACER -.375 DIA X 3 1.400 16 22.40 8

0 0

019767 SPOT FACER -.500 DIA X 3 1.635 92 150.42 15

,

I I

Figure 18 - Department Cost Report

TOOL CONTROL

CONCLUSION

Master cards in tool cribs may be used to maintain control of jigs, dies and fixtures. A record of who checks out a tool is generated by transmit- ting the appropriate master card and the employee ID badge. The usage of tools may be controlled from these transactions to insure that they receive the prescribed quality control checks.

All through the manufacturing cycle, many areas create and process transactions that affect the execution of the current as well as the future manufacturing plan. The applications that have been discussed cover only a few of the sources. IBM data collection systems are providing their users with the high degree of system sensitivity that is required for opti- mum use of manufacturing facilities and personnel.